There’s a conversation happening in nearly every large enterprise right now, and most people in it don’t realize they’re talking past each other. It goes something like this: the CMO says the pipeline looks healthy. The head of sales says the forecast is solid. The CFO says the numbers don’t add up. Someone in RevOps pulls a dashboard. Nobody agrees on what it means. As a result, finance is gaining control over go-to-market decisions because marketing and sales cannot prove causality. In the absence of causal measurement, CFOs default to cost control and correlation. Risk and value mean fundamentally different things depending on which function you inhabit — and in the absence of shared definitions, the function with the most institutional authority over capital tends to win. Right now, that function is finance. The growing influence of CFOs and finance teams over go-to-market investment decisions isn’t an accident or a power grab. It’s a structural response to a definitional vacuum.…